Due to the quick arrival of a quality interim CEO, the improvement process began quickly and made considerable progress very quickly.
A “Performance Improvement Program” (PIP) for the Italian business unit was quickly developed and implemented by the interim CEO.
- CEO took responsibility for achieving the financial and non-financial targets of the PIP
- Frequent reporting of PIP to Steering Committee
- Coordination and implementation of measures of the PIP in alignment with HQ programs
- Preparation of decision templates for the Steering Committee in case of major structural or process improvements within the Program
The Interim CEO was able to successfully solve the internal conflicts among the three directors. The former shareholder was convinced to retire and to stay as a part time Consultant. The CTO and the Operations Manager were deeply involved in the preparation of the PIP and therefore strongly motivated to execute. The departure of the former shareholder has de-blocked them and made easier the collaboration among them.
All the people loyal to the former shareholder were involved in face-to-face discussions where the new strategy of the Group has been presented. After some little resistance from a few of the team, all now understand the “new deal”. Before the end of the assignment, the search for a permanent CEO was started.